The Three Leadership Archetypes: How Startup, Growth and Turnaround Leaders Shape Community Colleges
By Rick Aman on"Leadership is the capacity to translate vision into reality." - Warren Bennis
Leadership is a complex and multifaceted discipline, with different types of leaders excelling in different environments. Broadly speaking, organizational leadership can often be categorized into three distinct types: Startup Leaders, Growth Leaders, and Turnaround Leaders. Each archetype of leader brings unique strengths and skills to their role, often thriving in specific phases of an organization’s life cycle. We likely can agree that each of us as leaders have and use these three attributes as needed, but most of us favor one of these three styles. Drawing from my own experiences and as one who would self-identify as a Startup Leader; I’ll explore these three types of leadership and the characteristics that define them.
Startup Leaders: Pioneers of New Beginnings
"The best way to predict the future is to create it." - Peter Drucker
Startup Leaders are creators, the ones who thrive in environments where there is little to no established structure. They are visionaries who can see the potential in a blank slate and have the drive to build something new from the ground up. They can live in a world of ambiguity. This type of leader is comfortable with uncertainty and is energized by the challenge of creating something where nothing existed before.
I have always identified as a Startup Leader, and my career reflects this affinity. My journey began after I graduated from college and joined the Air Force as a pilot. My first experience as a Startup Leader came when I became part of a new Reserve Search and Rescue Reserve Unit in Portland, Oregon. The 304th Aerospace Rescue and Recovery Squadron (ARRS) was added to the unit in Portland to provide support to existing helicopters. At the time, nothing was in place, no planes, no established protocols, just a vision to add HC-130 aircraft to a rotary wing unit. I was among the first pilots hired, and together, we built the unit from scratch. I was at home in this environment, contributing directly to the squadron’s mission of combat rescue and helping to shape its future as an instructor pilot.
My second major startup experience was with the creation of the College of Western Idaho (CWI) in 2016 in Boise, that was at the time the largest metropolitan area in the U.S. without a community college. I was intrigued by the idea of being part of starting a new community college, and when the opportunity arose, I applied and was hired to manage the academic programing and ultimately VP of Academic and Student Affairs. I joined CWI before there were any students or faculty, tasked with hiring faculty, planning the academic schedule, and preparing for the college’s first semester. The thrill of building something new was exhilarating, and it reaffirmed my love for startups.
My third and most recent startup experience was with Eastern Idaho Technical College (EITC), now the College of Eastern Idaho (CEI) in Idaho Falls. I was asked to step in as the interim president during a critical time of transition. From the beginning, I saw the potential for EITC to become a full comprehensive community college, and with the support of community leaders, we transformed it into CEI. Again, I found immense satisfaction in being part of something new and helping to lay the foundation for the future.
For Startup Leaders like myself, the appeal lies in the ability to shape and mold an organization’s early direction. These leaders are adept at navigating the chaos that often accompanies the early stages of an organization, using their vision and entrepreneurial spirit to bring structure and clarity. However, once the startup phase is complete and the organization is ready to move into a more stable, growth-oriented phase, a different type of leadership is often required.
Growth Leaders: Navigators of Expansion
"True leadership lies in guiding others to success—in ensuring that everyone is performing at their best, doing the work they are pledged to do, and doing it well." — Bill Owens
Growth Leaders excel in environments where the foundational work has been done, and the organization is ready to scale and expand. These leaders are skilled at building upon the initial vision, refining processes, and driving the organization toward greater efficiency and productivity. They focus on optimizing operations, expanding the customer base, and ensuring sustainable growth. Unlike Startup Leaders, who thrive in the uncertainty of creating something new, Growth Leaders are more methodical and strategic. They are adept at managing larger teams, implementing systems, creating policy, budgets, and ensuring that the organization can handle the demands of rapid expansion. These leaders understand the importance of maintaining the organization’s core values and vision while scaling up operations.
Critical to the long-term success of any organization, Growth Leaders bring stability and structure to the groundwork laid by Startup Leaders, ensuring that a college can sustain its growth and continue to fulfill its mission. They possess a strategic vision, developing and implementing long-term plans that can guide a college through expansion while staying aligned with its mission and goals. Their expertise in operational efficiency allows them to optimize processes, resources, and systems, improving productivity and supporting sustainable growth.
A Growth Leader’s scalability mindset is crucial, as it focuses on building infrastructure and teams that can handle increased demands as the organization grows, ensuring that growth is both manageable and sustainable. Strong communication skills are another key attribute, enabling these leaders to articulate the vision, inspire teams, and maintain clear, consistent communication across the organization. This ensures that everyone is aligned and motivated toward common goals. Additionally, Growth Leaders are highly adaptable, capable of responding to changing market conditions, new challenges, and emerging opportunities, and adjusting strategies as needed to continue driving growth. Unlike Startup Leaders, who thrive in the uncertainty of creating something new, Growth Leaders are more methodical and strategic
Turnaround Leaders: Architects of Renewal
"Success is not final, failure is not fatal: it is the courage to continue that counts." — Winston Churchill
Turnaround Leaders are a unique breed, brought in when a college is facing significant challenges or is in decline. These leaders are experts at diagnosing problems, implementing corrective measures, and leading the organization back to stability and success. They thrive in crisis situations, where swift and decisive action is needed to prevent further decline. Turnaround Leaders possess a unique combination of skills: they are strategic, resilient, and highly analytical. They are often brought in during times of financial distress, cultural dysfunction, or when the organization has lost its way. Their ability to assess the situation, make tough decisions, and rally the team around a new vision is what sets them apart.
A critical attribute of Turnaround Leaders is their problem-solving ability; the skill to quickly identify core issues within an organization, diagnose problems, and implement effective solutions to reverse negative trends. This is complemented by their decisiveness, the capacity to make tough, sometimes unpopular decisions swiftly and confidently, often under pressure, to steer the organization back on course. Resilience is another key trait, as these leaders must persevere and remain focused and composed during crises, driving the organization through challenging periods without losing momentum.
Turnaround Leaders are also masters of change management. They have the ability to lead and manage significant organizational changes, including restructuring, cultural shifts, and operational overhauls, to create a more stable and successful environment. Their analytical acumen allows them to critically assess the college’s financial health, operational processes, and overall strategy to pinpoint areas of failure and prioritize corrective actions. Visionary insight is essential as well; these leaders can re-envision the organization’s future, creating a clear and compelling turnaround plan that motivates and unites stakeholders toward common goals.
Resourcefulness rounds out their skill set with an ability to maximize limited resources, creatively solve problems, and make strategic decisions that optimize the organization's path to recovery. These leaders are not afraid to make difficult changes, whether it involves restructuring the institution, cutting costs, or revamping the college culture. They understand that in order to save the organization, they may need to make unpopular decisions. However, their focus is always on the long-term health and sustainability of the organization.
While I have not specifically served as a Turnaround Leader, I have seen the impact that effective turnaround leadership can have. In my experience, organizations that are willing to bring in a Turnaround Leader during times of crisis are often able to recover and emerge stronger. These leaders play a critical role in revitalizing struggling colleges and setting them on a path to renewed success.
Conclusion: Understanding Your Leadership Style
Understanding the type of leader you are and the type of leader your college needs is crucial for long-term success. Startup Leaders are visionaries who excel in creating something new and navigating the uncertainties of the early stages. Growth Leaders are strategists who bring stability and scalability to the organization, ensuring sustainable expansion. Turnaround Leaders are problem solvers who thrive in crisis situations, guiding organizations back to health and stability.
Every style of leader contributes unique strengths, and an organization's success often hinges on having the right leader at the right moment. As I prepared for retirement, I did so with the understanding that my role as a Startup Leader at CEI had reached its conclusion. The college is now poised for its next chapter under the direction of a Growth Leader who can build upon the foundation we've established.
Leadership isn't a one-size-fits-all discipline. By identifying your leadership style and recognizing when your skills are most valuable, you can leave a lasting impact on the colleges you serve.